RESEARCH REPORT

ON
SUPPLY CHAIN MANAGEMENT AT
BIG BAZAAR

COMMUNICATION &
INTERPERSONAL SKILLS

Submitted by: Mr.

Hussam Yousuf Kunju

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Reg No: PROV/MBA-714/117

Section: E
Guided by: Dr. Arvind
Agarwal
ACKNOWLEDGEMENT

The satisfaction and elation that accompany the successful completion of any task would be
incomplete without thanking the people who have it possible. It is my privilege to express my
gratitude and respect to all those who have guided me and inspired me during the course of my
project.
I would like to express my sincere thanks to my guide Dr. Arvind Agarwal for guidance and
support.

Hussam Yousuf Kunju

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Table of Contents

Sl.no

Contents

INTRODUCTION

SUPPLY CHAIN IN BIG BAZAAR

FINDINGS

RECOMMENDATIONS

CONCLUSION

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INTRODUCTION
Definition :
Supply chain management (SCM) is the process of planning, implementing, and controlling all
the operations of supply chain as efficiently as possible. Supply chain Management spans all
movement and storage of raw materials, work in progress, warehouse, finished goods from point
of origin to point of consumption.
Instead of brand v/s brand or store v/s store, its now supply chain v/s supply chain. Its emerging
highly competitive & dynamic environment, the ultimate success of the business entity will
depend on management's ability to integrate the company's complicated network of business
relationships.

There are three fundamental operating principles at work in SCM :

1) Set up the simplest, most direct, flow of information possible to and from those who produce
it to those who use it.
2) Establish smoothest possible rhythm of production and usage.
3) Create the ability to react to problem through short lead times eliminating the need for
inventories.

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Why Supply Chain Management?

Experience shows that the gains to be made in cost, lead- time and quality through working in
partnership with customers and suppliers are significant. In industry after industry one observes
that 50% to 60% of total costs are supplier related (material v/s direct labor or overhead cost).
Supplier lead times are longer than one's own production lead times.
Moreover, customers use the products that are produced in much more predictable ways than it
first appear. The consumer products industry learned that it often incurred more costs than
benefits through consumer promotions. They trained customers to wait for sale, then buy and
stock until the next sale. Swings in demand were amplified through the supply pipeline adding
costs as the bulge worked its way through the system. Retail stores clogged backrooms with
warehouse or ran out of stock. Distributors added warehouse to cover unexpected demand.
Manufacturers added finished goods warehouse, increased production through over time, and
put pressure on their suppliers to deliver more in short lead times.
Wal Mart broke the cycle with Every- day- Low prices. A master in logistics, Wal mart
understood that it was more profitable to always offer the lowest competitive prices to the
consumers in return for more stable, predictable demand, The more predictable the demand the
easier its to synchronize activities to true customer demand throughout the supply chain. The
result is better on-time delivery, fewer stock outs, & higher customer satisfaction with less
warehouse, reduced administration work & lower overall costs.

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Benefits of Supply Chain Management:

SCM can help you transform a traditional linear supply chain into an adaptive network with the
following benefits.

With the increased visibility into the supply chain and adaptive supply chain network,
you can be more responsive. You can sense & respond quickly to changes & quickly

capitalize into new opportunities.

By offering common information framework that supports communication &

collaboration, SCM enables you to better adapt to meet customer demands.

You can track and monitor compliance in areas as environment, health & safety.
Information transparency & real time business intelligence can lead to shorter cash to
cash cycle times. Reduced inventory levels and increased inventory turns across the

network can lower overall cost.

With SCM you can lower operational costs with timelier planning for procurement,

manufacturing, & transportation.

tight connection with trading partners keep your supply chain aligned with current
business strategies and priorities, improving organization's overall performance.

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SUPPLY CHAIN MANAGEMENT IN BIG BAZAAR

centralized
purchasing in
bulk

Supplies
Depot & Food
Bazaar Items

Supplies Big
Bazaar Stock
( Mainly
apparels)

Supplies Only
Food Bazaar
Items.

Customers
Customers

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Customers

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The above represented structure of the supply chain of Big Bazaar is implemented in store by the
logistics department and the category people. Both these department go hand in hand in
managing stock intakes, warehouse management, outgoing stock and looking for efficient
suppliers. The below picture will help us understand to the supply chain management of Big
bazaar.

Retailers

Distributors/Wholesalers

Consumers

The various terminologies used in the supply chain management of Big Bazaar Belgaum are
mentioned below :
PURCHASE INDENT :
Raising a indent is the first step in the supply chain in Big Bazaar. A purchase indent is raised by
department heads of respective departments. It contains the list of goods that are required by the
department. T he purchase indent may be raised when one or more goods are running out of
stock. The quantities mentioned in purchase indent are based on regular demand of those goods
or can even be based on the forecasted demand during the promotional period. Once raised the
purchase indent is forwarded to category people who represent a sub division and work hand- in
hand with logistics department in a well coordinated manner.

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CATEGORY STAFF:
The category staff is responsible for various tasks such as :
Receiving purchase indent from various departments.
Preparing purchase order based on indent.
Determining the MRP, cost price, profit margins, & quantities of each items in
The purchase order.
Choosing a suitable supplier who can fulfill the demand & various other
Criteria mentioned by the company, also fulfilling field rate.
Forwarding the purchase order to suitable supplier.
Preparing vendor schedule for different suppliers.
Taking care of contractual obligations with the suppliers.
Receiving information and orders from head office and maintaining the
discounts and offers accordingly.
Receiving and conveying the comments by the head office regarding the
supply chain operations to the logistics Department.

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PURCHASE ORDER :
A purchase order represents the actual document which is used for placing orders with suppliers.
The suppliers/ vendors need to comply with the various criteria regarding prices, quantities,
delivery time, etc. and have to supply the goods accordingly. A typical purchase order contains of
the following :

Name of the product its size/weight and other relevant specification.

Cost price of the item at which Big Bazaar will buy the item from the vendors.
VAT/ sales tax applicable on the item.
Landing rate which is the total cost price the store pays for particular item including the

VAT/ sales tax.

The MRP which is printed on the item. It includes VAT.
Tax Invoice Number (TIN) for the purpose of vendors.

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Format of Purchase Order :

Vendor's Address :

P.O no :
Date :
Vendors no :

Delivered By :

Currency :
Pay terms :
PO expiry date :
VAT no:

Delivered to :

Inco terms :
VAT No :
CST no :
Ref :

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Article

Article

Article

EAN

number description

MRP

REPORT

Basic
Cost

Tax

Landing Quantity

Total

rate

Amount

price

DISCREPANCY NOTE :
This note is prepared when the stock of goods supplied by the supplier in response to the
purchase is being received ( short/ damage). Its prepared in the following situations to partially
or wholly cancel the supply of goods by vendor.

When some or all the items are damaged in the supplied lot.
When the items are nearing their expiry date and cannot be sent to the floor for selling

purpose.
When the lot doesn't contain the exact quantities of the items mentioned in the purchase

order.
When the MRP of the items supplied by the vendors differs from the MRP mentioned in

the purchase order.

When the items supplied do not comply with the various specification like size/weight
mentioned in the purchase order.

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STOCK TRANSFER NOTE (STN)

Stock Transfer Note is the number given to the packages of the specific items sent by the CDC or
the RDC. Its important in identifying the packages of some specific items among the stock of
other items, its used for inter store/ warehouse stock dispatches.

HANDLING UNIT NUMBER (HUN) :

A Handling Unit Number is a number assigned to individual boxes/ packages in order to manage
the number of packages while receiving goods from CDC and RDC. HUN number is very useful
in determining if boxes/packages are missing from supplied lot.

SCANNING :
Every in-warded item is scanned using the PO's software before clearing it for sale on the floor.
The scanning is necessary to match the articles code on the articles with that of the European
Article Number(EAN) code stored in the PO's software for that item. If the scanning of any
article is not done, then the cashier may face problem during the billing process as the computers
in the billing sections use PO's software and it may not recognize the article code printed on the
item.
Some basic facts about the supply chain of Big Bazaar, Belgaum :
1) The transportation of goods to and fro the store is managed by the Third party logistics (3PLs)
2) There is vendor schedule for all the suppliers/vendors specifying which supplier is going to
deliver their goods on which day of the week.
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ex: HUL supplies its products on Tuesday & Britannia supplies its products on Thursday.
3) All the vendors have prior information regarding their schedule to provide goods to the Big
Bazaar store,
4) Weekdays from Monday to Friday are meant for the local vendor suplies.
5) Saturdays and Sundays are meant only for warehouse (CDC/RDC) supplies. No vendor
supplies are allowed on these days.
6) The vendor supply timings are from 10am t0 4pm.
7) Its the responsibility of the vendor to unload the truck and safely stack them in the warehouse
within the warehouse in the store.

During the process of stock receiving and stock return a large amount of data has to be managed
on daily basis. This data needs to be recorded and kept properly for the auditing purposes as well
as for future reference. Usually data up to 4-6 months old is available at hand in the logistics
department for quick references, whereas the older data is stored in system and kept as record.

For the purpose of input and recording of data, a number of registers are maintained in the
logistics department, which record day to day activities which can be incoming stock or the
outgoing stock to and from different vendors.
A list of names of some of the registers is given below :

vendor schedule register

Food bazaar vendor inward register

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Food bazaar vendor outward register

Big Bazaar vendor inward register
Big Bazaar vendor outward register
CDC food bazaar inward register
RDC Big Bazaar inward register
Bar code register
Free gifts register
Scrap register
Big Bazaar vendor security inward security register
Big Bazaar warehouse security inward register
HSRIL inward register
HSRIL outward register
Non sale inward register
Non sale outward register

Logistics Department at Big Bazaar store, Belgaum

The logistics department of Big Bazaar, Belgaum houses two kinds of staff - the staff involved in
Category activities and the staff involved in the logistics activities. The Logistics department is
located on the ground floor of the store. It contains an office room for carrying out administrative
works related to logistics. It also contains a department office for the category staff. Moreover
there is big store room where stocks are received from suppliers and stored until they are cleared
to be sent to the floor for sales.
The job of the category staff is basically the pre delivery work which involves receiving purchase
indent from various department, making purchase order, finding a supplier and placing the order
and negotiating various contractual agreements with the suppliers.

once the stock supplied by the vendor reaches the shutters of Big Bazaar store for delivery, the
work of the logistics staff starts. They inspect and receive the goods, store them, scan them and

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input their receipt in the computer system using PO's software. The category staff uses the PO's
software for its official operations on computer system.

The staff in logistics department numbers to 4 which includes logistics manager, 3 administrative
staff, 4 helping staff and 1 security guard. The category staff is limited to 2 in number. The
computer system in logistics as well as the category department are directly connected to the
company's home server and as result the information regarding any store can be accessed from
any other Big Bazaar store and the head office in real time. As a result, the head office can easily
monitor the operations of various stores and can take quick decision about their operations.

Procedure involved in the supply chain activity :

Reception of goods from RDC/CDC :
An indent is raised by the back end and category team of a particular
department and forwarded to the supplier, who intern supplies to warehouse.
The indent contains all the information regarding the goods to be ordered,
manual and auto indent .
The category team, after receiving the stock, raises a Stock Transfer Out (STO)
and send it to distribution centre (DC) / warehouse.
DC generates pick list and team starts picking.
DC generates the Stock Transfer Note (STN) and the gate pass.
The goods are then dispatched to all the Big Bazaar stores.
Here the role of front end logistics department starts. It deals with in-warding &out-warding of
goods as well as non- saleable goods.

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As soon as the truck carrying goods from RDC/CDC arrives at Big Bazaar
store, the security officer in Logistics department checks for the seal condition
and the number mentioned on the gate pass and delivery note.
Then the security officer checks the number of cartons.
The stock is unloaded from the truck by the logistics staff and the STN and
HUN numbers are checked randomly.
Now the particular department whose stocks have been received is been
informed regarding reception of goods and in response one or more
department staff is sent to logistics department to check the goods.
The departments staff then checks the items as mentioned in the STN.
If any discrepancy is found regarding shortage or damage or expiry of the
goods, the department staff informs the logistics staff immediately.
In response the logistics informs the supply site about the discrepancy.
All the details of in-warding are recorded in the in-warding register both by the
security officer as well as the logistics manager.
The entry is done in a computer system in the logistics department regarding
the reception of goods by scanning each item.
Once the scanning and entry of all the items received is done, received lot can
then be sent to the floor for sales.

Reception of goods from the vendors :

An indent is raised to front and end team of a particular department and
forwarded to the category team in the store. The indent contains all the
information regarding the goods to be ordered.
The category team then prepares a purchase order and sends it to relevant
supplier.
The supplier then sends the goods mentioned in the purchase order.
The logistics staff then checks tax invoice number (TIN)
The logistics staff inspects each item supplied by the vendor and checks if the
meet the various specification mentioned in the purchase order.
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The expiry date is also checked and if any product is nearing their expiry is
sent back and discrepancy note is prepared (FIFO is maintained).
If any shortage or damage is found then also discrepancy note is prepared.
The goods once properly checked are then stacked in the warehouse by the
vendor's staff.
Once the goods are received the information regarding the in-warding is
entered in the in-warding registers both by the security officer as well as the
logistics manager.
After that 3 copies of GRN are prepared, one for logistics, one for department
who has received the goods and one for the vendor.
Now each item is scanned and entry is done in computer system.
The particular department is informed of reception of goods and in response
one or more department staff is sent to logistics.
The department staff takes the goods to the floor.

All the steps explained in the above procedures are for stock in-warding i.e. stock receipt coming
into the Big Bazaar store either from CDC/RDC or vendors. But few cases also exist when the
need for stock out-warding arises. The cases are explained below in points
1) Home delivery :
The situation of home delivery arises when customer purchases large quantities of
merchandise. Moreover the Big Bazaar store offers free home delivery for purchase of
more than 5000rs and more. So the goods lot which has to be transferred to the customers
house has to leave the Big Bazaar store through logistics department. The logistics
department does the necessary entries.
2) Store to Store transfer :
Sometimes situation arises when the demand of a particular product may be low in
Belgaum store and hence it will be slow moving. Whereas the demand for the same
product is quiet high. So in such cases the Big Bazaar store transfers the slow moving
product to the other store because there the opportunity for selling is higher.
3)Damage or expired stock return :
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Sometimes the stocks get damaged during the transportation or the delivery process. The
damaged might have been caused before the goods have been delivered to the Big Bazaar
store. But due to some reason the damage is detected sometime after receiving those
goods, so in such cases as well as cases in which goods on floor have reached their expiry
date, the debit note is done either to the vendors or to the warehouse.
4) Return of non- saleable items :
Non- saleable items are the items which are consumed internally not meant for sale.
ex: Carry bags, security tags, bill rolls.
Important steps followed while receiving and storing the goods :
Matching MRP :
The first step while receiving the goods from the vendors is to match the MRP printed on
the individual item with the MRP for that item mentioned in the purchase order. If the
two do not match then the delivered goods are rejected and discrepancy note is prepared.
Checking the expiry date :
The expiry of perishable items is carefully checked and its made sure to maintain a safe
period of at least 3 months for selling of the item on the floor. If the item has almost
reached expiry date then its straight away rejected.
Counting of goods :
Once both MRP and expiry are checked the items can be accepted. Now the quantities of
goods actually delivered is matched with quantities mentioned in purchase order. If any
shortage is found discrepancy note is prepared against it.
Receiving goods from CDC/RDC :
Big Bazaar, Belgaum receives goods sent from the RDC/CDC store. When receiving the
stock from the DC, the logistics head first checks whether the seal is intact or not.
Thereafter he checks the seal number with the number written on the transfer document.
After confirming the seal number he now breaks the seal and the stock is unloaded, when
the stock the security officer of logistics counts the number of boxes and checks STN and
HUN number on the boxes to confirm no tampering is been done with dispatched from
DC.
Selecting the right supplier and vendor :
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A lot of care is taken while selecting the suppliers for the Big Bazaar stores. Following
criteria influence the selection process of the supplier :
1) Past record : Before an order to any supplier, his past records regarding the timely delivery,
safe delivery, responsiveness to complaints etc are considered.
2) New supplier : While selecting a new supplier following things are considered:
The cost price at which the store is getting the goods from the supplier.
The profit margin the store can earn, which in turn is dependent on the cost price.
The lead time of the supplier
The range of product the supplier can provide
Supplier capability for timely transportation
Whether the supplier is giving any discounts and offers on the products.

3) Return policy : The return policy is also an important criteria while placing orders with any
particular supplier. A supplier who is ready to take back the expired stocks, the non moving stock
or the damaged stock is very much preferable. This reduces the loss to the Big Bazaar store in
form of unsold or expired stock which is disposed off immediately.

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Supply Chain at Big Bazaar : "The Big Days"

The celebration of Big Days have been the most successful marketing strategy of Big Bazaar till
date. The onset of Big days catapulted the already strong Big Bazaar to ultimate peaks of Indian
retail industry. Every year the Big Bazaar store smashes the old record and creates a new record
in context of daily retail sale or total sale during 5 days of Big Days.
The Big days are celebrated from 22- 26 January in all the stores across India. The Big days
concept was initiated to encourage the customers to come Big Bazaar. To lure the customers Big
Bazaar gives huge discounts on all merchandise, and the strategy has worked like a charm. The
sales during these 5 days exceeds the total sales during the weekly sales of normal times.
But if we look beyond the attractiveness of Big days, we see a very tough schedule and tons of
hard work for Big Bazaar employees who have to deal with sea of customers in matter of few
hours. Moreover its even tougher for supply chain/ logistics staff that has to spend sleepless
nights to ensure availability of stocks at right time and right quantities.
They have to deal with supplies of stocks arriving within gaps of few minutes. Sometimes they
work late night to finish in-warding for particular day. Then proper and timely scanning and
entries to made is an herculean task. Some minor mistakes and glitches do occur during Big days
because of sudden piling of manifold stock issues. But on the whole the staff works with zeal n
dedication to make it a successful and make the customers glad with their service.

Warehouse to Big Bazaar, Belgaum :

The warehouse in the Big Bazaar is located in the logistics department. Here all the in-warded
stocks are stored until they have been cleared for sale. Following are features of the warehouse :

The FIFO technique is used for sending of goods for sale.

Generally cyclical inventories are managed in Big Bazaar.
In warehouse racks are available to store goods of different types and different
department.
The staff follows the practice - "Place for everything and everything in place".

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Maximum care is taken to ensure that no damage of goods takes place during

in-warding of stock, storage and sending of goods to floor for sale.

The stocks of various goods are stacked in a way to ensure uninterrupted

movement of material, men and equipment.

As a result optimal utilization of available space is achieved.
Moreover due to proper arrangement of goods in the warehouse any item can

be easily located for any purpose by anybody.

The stocks received from the vendor and the stocks received from the DC is

stacked separately to avoid confusion.

Goods can easily be supervised in the warehouse because of proper layout and

arrangements.
The inventory level in warehouse is maintained within the specified norms.

Stock Take :
Stock is the process of tallying the number of physical goods present on the floor with the
number of the goods which should be present according to the system data. The process of stock
take is used to find out the efficiency of business being carried out in stores. The stock is carried
out by special kind of staff employed by the Future retail and is named and is named as Future
Knowledge Services (FKS). The stock is done once in 4 months
The procedure and the things that are considered in stock take are listed below :
First, all the stocks in each of the department in the store is properly arranged

and each rack, container or bin is given a number.

Number of total items sold in each department is counted.
Number of items damaged on floor is found out.
Number of items still present in each department on the floor is counted.
The total quantity is tallied with the total stock received and total stock sold as

stored in the system.

As a result a figure in number is obtained which acts as the indicator of the
health of business being carried out in the store.
There can be following results from the stock take process :

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1. Shrinkage : This is the case when the physical stock counted on the floor is less than the
value showed by the system. Shrinkage up to 0.5% is tolerable and is considered normal in the
course of business. But if the shrinkage of the store is higher than this limit then it shows some
serious inefficiency in business process being carried out in the store starting right from inwarding in the department.
2. Excess : This when the physical stock counted on the floor is more than the value showed by
the system. The case of stock may sound harmless but actually it is also harmful for store's
business. This is because then the quantitative value achieved as a result of stock take shows the
number of stocks which do not actually exist physically, & this results in negative stock , which
again is an indicator for store's inefficiency in carrying out business. This situation may arise
because of tampering and misplacement of bar codes.
Since the results of the stock take process are the critical measures of the store's business
activities so its the responsibility of the store manager to ensure that the results of stock take are
favorable. Equally responsible is the logistics/ cashier department because the inefficiency arise
out of faulty entries or scanning done by the logistics staff and wrong billing of article done by
the cashier will result in shrinkage. Thus extra care has to be taken by the logistics/cashier
department that all the scanning and tagging of items is done properly. Moreover correct entries
are to be done by logistics staff regarding in-warding and out-warding of stocks.

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FINDINGS
During my study of 30 days in Big Bazaar, Belgaum. I witnessed how retail store operates, what
are the functions of various administrative departments, how the departments coordinate with
each other to provide value to the customers and most important how the supply chain of the
store is managed.
In the logistics department of the Big Bazaar store and gaining considerable knowledge about
their supply chain, I realized why supply chain of any organization is known as its
"BACKBONE" and even "HEART" of any sector.
The findings of my 30 days work are listed below :

Beginning with the location of the Big Bazaar store, Belgaum I found that the
store is located on Khanapur road, which is well connected by transportation
means making it quiet easy for customers to commute.

The layout of the store is such that a variety of merchandise is displayed to the
customers making sure that all of them are easily visible.

Moreover the layout of the " wall less" departments is such that the customers
can easily see the merchandise in other department as well as can from one
department to other without any difficulty.

The rack, bins etc all are arranged in a way to facilitate smooth movement of
customers within the department.

A variety of product lines are available for customers in each product segment.

Popular and latest brands are housed to attract the customers.

The offers provided are better than other.

Luck draw scheme is started to attract customers.

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Whole of the store is decorated during the festival days and special offer days.

All the employees are well trained to deal with different situations in the store.

There is good rapport among the employees and they enjoy working together.

The logistics department is very good at their work.

Sales are at their peak days during Big days.

A number of safety measures like security tags, and alert employees are used to
avoid shop lifting.

You can find almost every sort of thing needed in Big Bazaar.

Food bazaar has the largest share in the total profit of the store.

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RECOMMENDATIONS
The goods should be properly checked during the delivery process in front of
the vendors, so that the damaged goods can immediately be replaced.
Logistics should take strict stand, if any vendor is not supplying goods with the
proper packing and weight . If necessary vendor should be switched.
The vendors who are supplying goods in glass jars should be instructed to use
more protective packaging to protect the goods from damage.
The department head should be clearly informed about slow and fast moving
goods in the store so that slow moving goods are not sent unnecessarily.
The sales executive and department head should be more cautious regarding
out of stock goods and should inform logistics department so that there is
timely supply of the goods and customers are not disappointed.
The receiving of the goods from the particular vendor should be done soon to
avoid clashes with the vendors.
If there is no proper delivery or supply of the goods from the vendor as and
when needed then its better to switch to different vendor.

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CONCLUSION
Supply chain management is indeed the most important organizational function
as all other activities are directly dependent on its proper functioning.
supply chain is rightly called the "backbone or the Heart" of the retail sector.
improper supply chain would lead many obstacles and failure of Big Bazaar.
Without proper supply chain Big Days would not really be so profitable.
The logistics department is the central point for in-warding and out-warding of
the goods.
It has very dedicated and strong workforce and very resourceful management.
The period of Big Days is the time when the collective efforts of one and each
in the organization are put forth and the actual capacity of its workforce is put
to test.
There is lot of job security to the employees.
A strong supply chain enabled Big Bazaar to give bigger and better offers than
its competitors and hence given a edge over them.

BIBLIOGRAPHY
Websites
www.futuregroup.com
www.pantaloon.com

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Books
Philip Kotler- Marketing Management.
Peter J. Mc Goldrick- Retail Marketing

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